VOTE411 Voter Guide

The most important issue currently is to keep the school district open. The district must have adequate reserves to cover expenses not only this current year, but maintain sufficient balance to meet state requirements for the following school year. While working on the current board of directors, we have implemented many cost saving strategies for this year as well as the years to come. The second issue is accreditation with the state. Our students are the reason why we exist. We must provide every advantage possible. The first issue of finance must be met to receive full accreditation. Our students must have a safe, high quality environment to learn skills required for the future. We are maintaining classroom sizes as well as curriculum in all areas. We are striving to keep the best teachers and support them.

I am running for school board to help our school district. I am not looking to further political advances and am financing my own campaign. I grew up in this district. The district is important to me, my community, and the future of our children. I have served on the board before when the school was in similar circumstances. I was on the Finance Committee at the time, and we managed a positive outcome. I was fully accredited at that time. Currently I am serving on the board as an appointee and working on committees. I have served on many community groups to receive grants, Hickman Mills area planning and homes associations of which I am president of Ruskin Hills HOA. Working with people over the last twenty five years in Hickman Mills, I have learned to listen and work towards a consensus. I have a Bachelor of Science, and Masters of Business Management degrees. https://sites.google.com/view/voteaprilcushing/home for more information.

With the current decrease in Jackson County tax income, and state income, we have already been working on cost reductions for the next few years. We will continue to think out of the box for additional savings. While doing this we will maintain academic excellence.

We are currently in a partnership with families to encourage their continued involvement. We have Community town halls, Community engagement, school newsletter to keep parents informed as well as direct teacher to parent communications. Our Board of Directors meetings are open to all and encourage questions and comments on agenda issues. Other interaction with our community meetings has proven a good input of concerns and issues.

We are already opening up screening for new children to go to our state of the art early childhood centers. The district is very proud of its early childhood emphasis. Frieda Markley and pre-kindergarten at the Ervin Campus on Greenwood will prepare our youngsters for kindergarten skills. The early learning centers are beneficial to success in later years.

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The most important issues facing our district are financial stability, full accreditation, and rebuilding trust with families and staff. We are navigating a deficit, state oversight, staffing cuts, and the emotional impact of school closures.

My focus is stability and accountability. That means disciplined budgeting and transparency, strengthening literacy and math outcomes, and expanding workforce pathways so students graduate prepared for college or careers.

Our children deserve consistency, strong academics, and leadership that stays focused on solutions. That is the work I will continue to do.

I am running for the school board because I believe every child in Hickman Mills deserves opportunity, stability, and leadership that puts students first. This is not just where I serve it is where I live, where my family is rooted, and where decisions directly impact our children every day.

My qualifications include serving as President and Vice President of the Hickman Mills C-1 School Board, leading during complex financial and accreditation challenges, and championing workforce pathways like the T&L Welding Academy and the Real-World Learning Center. Beyond education, I serve as Alderwoman for Grandview Ward 2, which gives me experience in budgeting, infrastructure planning, and building regional partnerships.

I bring governance experience, fiscal oversight, and a proven record of advocating for students especially when it is not easy. I am running to continue providing steady, accountable leadership focused on results for our children.

If the state budget falls short, our responsibility is to protect students first.

I would prioritize classroom instruction and critical student supports, eliminate inefficiencies through disciplined budgeting, and ensure every dollar is aligned with academic outcomes.

At the same time, we must diversify revenue pursuing grants, strengthening workforce partnerships, and leveraging regional collaborations to reduce costs

We cannot control state funding levels, but we can control how strategically and responsibly we lead.

Families are a child’s first teachers, and education works best when schools and parents operate as partners.

When families are engaged, attendance improves, behavior improves, and academic outcomes rise. Our role as a district is to make that partnership accessible and meaningful through clear communication, transparency about student progress, and flexible opportunities for involvement.

That includes parent advisory groups, academic family nights, and workshops that equip caregivers to support learning at home.

Strong schools are built with strong families, not separate from them.

Early childhood education sets the trajectory for everything that follows. If students are not reading on grade level by third grade, the gap only widens.

I would prioritize expanding access to high-quality pre-K, strengthening early literacy with evidence-based instruction and early screening, and providing targeted intervention in the primary grades.

We should also partner with families and community childcare providers to ensure children enter kindergarten ready to learn.

Investing early is both an academic priority and a smart financial strategy for long-term success.

The district is going through a difficult time, including a financial deficit, an audit from the state, school closure, cuts to staff and a lack of full accreditation. First, I must say the Board of Directors have no administrative powers. The State Board of Education has again been given a new directive. The Governor of Missouri he wants them to scrap the state accreditation system and go to a letter grading system (A, B, C, D, F). I think the best thing for right now is to concentrate on things we can control like moving as many students as possible to grade level and above. The other listed issues should be handled with transparency. When I say transparency all information whether it is good or bad. Everyone is going to have an opinion, and they will not be the same. If you give a rational, reasonable person all the available information and be able to explain the reason why you came to a decision, they that do not like it but most will respect that you put the work in.

Originally, I returned to the school board because I was asked by different parents and community leaders because of my experience and even temperament. I continued to serve to ensure the school district moves forward in a manner that is financially sound and the community can truly be proud of.

• The district will continue to apply for grants. • Look to the county to see if an agreement can be reached on sharing property tax revenue. Possibly sale tax as a last resort. • Keep in constant contact with all levels of government reminding them how tax incentives development hurts school districts.

What role I think families SHOULD play in education is irrelevant, the question for good decision-making is, “What role is each family ABLE play?” I presently assigned to facilitate the creation of a community engagement committee operated and run strictly stakeholder of the community that would have direct access to the superintendent and the school board. Educators have a pretty good idea what is needed for students to be successful. Once educators determine what families and caregivers can provide then the district can fill in the missing pieces.

Hickman Mills started addressing early childhood education over a decade, when it was the first district offer full-time pre-k with the goal that all 1st graders would have all the basics to succeed.

The district faces three critical challenges. First is the budgetary crisis. We must move away from reactionary cost-cutting, like school closures without revenue-generating plans. Instead, we need proactive financial strategies that consider population shifts and neighborhood stability to ensure long-term solvency.

Second is leadership succession. Strong schools build great neighborhoods, but this requires a sustainable pipeline of leaders. We must identify and mentor future advocates who can engage with nonprofits, faith groups, and state bodies. Our leadership must be empowered to be visionary rather than defensive.

Third is divestment and "brain drain." Provisional accreditation drives families away, particularly those seeking advanced academic programs. To counter declining investment and empty storefronts, we must rally around the district to improve its public narrative. We need to inspire community "buy-in" that encourages new residents to invest their lives and resources.

As a 2000 Ruskin High graduate, my roots in Hickman Mills run deep. My journey to this candidacy began during a profound health crisis; facing heart and kidney failure before a 2024 transplant, I sought clarity on how to best serve. As an attorney since 2014, I realized my purpose was to give back to the district that shaped me.

I remember the struggle to fund the band and debate programs that defined my youth. My resolve is to ensure today’s students never miss opportunities due to a lack of resources. While I initially sought an interim board seat, being an "unknown" in local politics has only strengthened my commitment to earn your vote directly.

This isn't about ego; it’s about leadership. The board sets the standard for the district’s character and vision. I bring a fresh perspective, professional expertise, and a tireless energy to ensure the next generation receives more support than I did. I am ready to lead from the top down to empower our students from the ground up.

For Hickman Mills, the budget shortfall is a pressing reality. While state and federal grants are available, the current political climate makes them unreliable primary sources. Instead, we should focus on two direct resources. First, we must engage our alumni. Thousands of graduates are in positions to provide financial support, program sponsorships, or business partnerships. Tapping into this proud network is an ideal way to bridge the gap and foster community investment in our facilities and equipment.

Second, I fully support the bond and levy questions on the April 7th ballot. These measures offer a transparent, non-tax-increase method to manage debt and operational needs, signaling improved financial management to the community. While I am open to exploring further tax-based solutions if necessary, they should be a last resort. Pressuring the community for more funding without first reforming "how" and "what" we spend is irresponsible; structural changes must come first.

Parents are a child’s first and most influential teachers. The home serves as the foundational environment for socialization, and the customs developed there naturally transition into the classroom. To ensure student success, our district must recognize and support this primary role, fostering a seamless bridge between home and school. This requires a shift from an adversarial structure to one rooted in true collaboration.

Currently, communication is often reactive. Many parents hear from the district only when issues arise or negative outcomes occur. This dynamic inadvertently casts the district as a critic of parenting or a cold reviewer of academic progress. We must change this narrative by partnering with organizations like the PTA and "Parents as Teachers." By highlighting positive milestones and inclusive shared experiences, we can provide parents with the resources and support necessary to be active participants in the academic journey.

Parental investment is our greatest non-academic opportunity, yet participation is often hindered by logistical barriers. Most families balance demanding work schedules; we should adapt to them rather than expecting them to conform to us. I propose moving board meetings and work sessions to a 7 p.m. start time, allowing parents to manage post-work responsibilities before engaging with the district. Furthermore, I support utilizing weekend dates for major town halls to maximize community turnout and gather diverse perspectives.

While our investment in early childhood is encouraging, it must expand into a comprehensive Pre-K through Grade 12 strategy. By offering robust after-school and summer services, we alleviate daily pressures on families, enabling parents to fulfill their roles as primary educators more effectively. When parents perceive the entire district as a realistic partner dedicated to their family’s well-being, they are far more likely to work in concert with us to help every child thrive.

Hickman Mills’ approach to early childhood is stellar; the progress in our Pre-K programming is a success worth celebrating. Given our district’s manageable size, I believe we can further evolve this model without significant financial burden or upheaval. While achievement testing is a modern reality, grades K-3 should prioritize subject matter mastery over rote test preparation.

Mastery creates a foundation where test prep becomes a "translation" of existing skills. For instance, by engaging with complex, genre-varied texts early on, students develop the stamina and vocabulary needed for deep comprehension. When testing season arrives, the transition is seamless: teachers simply help students apply their deep analytical habits to shorter test formats. By shifting our focus toward mastery in these formative years, we ensure greater achievement at every subsequent educational level. The district has already proven it can meet achievement metrics; this approach simply builds on that.